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Introduction
The application of marketing techniques by political parties in their electoral
campaigns has been discussed by Butler and Collins (1994); Glick (1967); Kotler
(1975); Kotler and Kotle, (1981); Mauser (1983); McGinniss (1969); Nimmo (1970);
Newman and Sheth (1985); Smith and Saunders (1990). Examining political
processes and electoral behaviour from a marketing perspective may offer new
insights into the behaviour and performance of political parties.
O’Shaughnessy (1990) proposes that research and debate should focus on the
marketing orientation of political parties. Significantly research on the actual
marketing orientation of political parties is not substantial at this stage and as
such this research focuses on this issue by addressing the marketing orientation
of a major political party. This paper examines issues related to the marketing
concept within a political party in Australia. The issues examined are the
expressed understanding of the marketing concept, attitudes towards it, and
influence and applicability of it within this political organization.
This is the choice facing political parties. With such choices, to make an
important concept within marketing and one that raises fundamental issues for
parties, is the marketing concept.
Research method
The methodology adopted in this paper consisted of a case study utilizing both
qualitative and quantitative data gathering phases within a political party in
Queensland, Australia. The data were collected through non-structured and
structured in-depth interviews in stage 1, followed by a mail survey in stage 2.
The case study method as used in this study is appropriate because it met three
essential criteria. These criteria are, when the case is regarded as a critical case,
a unique case and a revelatory case (Patton, 1990; Yin, 1989). The two stage
research design (qualitative and quantitative) used in this study allowed both
an exploratory stage to investigate phenomena and develop ideas and then a
descriptive stage to describe patterns of phenomena and quantify them within
the same study. This is especially practical if the field of study is in its
evolutionary or pre-paradigmatic phase (Parkhe, 1993).
Stage 1 consisted of non-structured and structured in-depth interviews with
seven state executives (executive management) within the party. All interviews
were tape recorded and transcribed to allow for a more superior case write up The marketing
and analysis. Interview data analysis consisted of prioritising data through the concept
process of developing categories and searching for similarities within
interviews (Yin, 1989; Eisenhardt, 1989). Interviewees were chosen on the basis
of proximity to key events and organizational position and experience. This
resulted in seven individuals being chosen, and as such is within the guide
established by Eisenhardt (1989) and a belief that there was minimal 41
contribution from further interviews with other executives.
Stage 2 provided quantitative measurement/data to supplement and
complement stage 1. Stage 2 consisted of developing and administering an
extensive 68-item questionnaire utilizing a Likert-type response format, which
covered issues related to the marketing concept, market orientation, the political
product, the party’s marketing activity and effectiveness. Essentially the goal of
the questionnaire was to identify characteristics, measure strengths of
attitudes, understanding and knowledge, and quantify information obtained in
stage 1. The questionnaire was used to examine the extent of consensus
throughout the organization on the issues related to the marketing orientation
of the party. Responses were rated from strongly agree to strongly disagree.
The questionnaire was administered by mail to the four key decision-making
categories within the organization identified during the interviews conducted in
stage 1. The sampling process followed, dealt with determining a definition of
units stable enough to sample and that lent itself to the possible application of
standardized codes. It required the informants of stage 1 assisting in the
enumeration of a sampling frame based on the formal activities which the case
was based around. The sample was based on purposeful stratified
disproportionate sampling procedure. The rationale being that while it helps to
estimate population parameters, there were identifiable subgroups within the
case population that were expected to have different parameters on variables or
dimensions of interest in the study. The case study interviews in stage 1 and the
mail survey in stage 2 are compatible in their adherence to purposeful
information rich samples (Patton, 1990). This sample design was more efficient
than the simple random sample design because, for the same sample size, more
representativeness was achieved and more valuable and differentiated
information with respect to each subgroup or strata was sought. Table I
identifies each strata and the enumeration of the sample for each group within
the case.
State executive 29 29
State candidates 1992 105 58
State campaign director 1992 79 35
Branch chairman 105 28 Table I.
Total 318 150 Sample size
European The mail survey achieved an initial response of 44 per cent and a follow-up
Journal random sample of 20 per cent was drawn from non-respondents, this achieved
of Marketing a 100 per cent response rate and thus avoided a second order follow-up. The
difference between respondents and non-respondents was shown to be
30,10/11 statistically insignificant. Overall the study achieved a 54 per cent response
rate. The methodology and design of the study achieved results that were
42 congruent and convergent through the triangulation of methods. Together both
stages 1 and 2 of the research are congruent and the level of convergent validity
of results is high.
Findings
Understanding of the marketing concept
The depth of understanding of the marketing concept is examined first from the
results of the stage 1 interviews. The interview results indicate that those who
hold the highest positions within the party and who are responsible for political
marketing decision making and management have a minimal understanding of
the marketing concept. For example, interviewee 4 expressed a simplistic
understanding of the marketing concept, believing that the marketing concept
was: essentially finding out what people want and then telling them what they
want to get elected. Table II provides a summary assessment of the respondents
of stage 1’s understanding of the marketing concept.
In conclusion to the expressed understanding of the philosophy called the
marketing concept, six of the seven interviewees expressed no understanding of
the term or what it meant. The only interviewee who expressed a minimal
understanding of the term was incorrect when compared with those generally
expressed in the marketing literature. Interview findings imply that this
managerial body within this party do not have any understanding of the
“marketing concept”.
Interviewee
number Large degree Minimal Had not heard of
1 ✓
2 ✓
3 ✓
4 ✓
5 ✓
Table II. 6 ✓
Expressed understanding 7 ✓
of the marketing concept Source: Analysis of interview data
the marketing concept in order to provide feedback on their attitude to it. The The marketing
findings from the interviews indicate neither a positive nor a negative attitude concept
towards the marketing concept and its applicability to politics and this political
party. Table III provides an overview of attitudes of interviewees.
The findings indicated a belief that the marketing concept may move the
party away from those philosophies which they espouse and as such is viewed
negatively for that reason, and that adopting such a philosophy would only 43
work short term. However, some interviewees expressed the view that if this
philosophy will get candidates elected, it is good. There is, in the comments
from one interviewee, a view that such philosophy would entail: that again it is
the flight to the middle ground, telling people what they want to hear to get
candidates elected. Another who expressed a mixed attitude towards the
marketing concept as a philosophy on which to base or guide political
marketing, commented that: “I think there is conflict between that approach and
politics…you are not going to govern well. I think probably you have to adapt it
a little in that you let them think you are giving them what they want or just tell
them what they want to hear, and a fair bit of that goes on”.
Generally those interviewed in stage 1, when exposed to a definition and
objectives of the marketing concept, had a somewhat negative attitude with
regard to its suitability and overall use within the party. However, the
implication from some interviewees is that if it can be used as a manipulative
tool or will aid in winning elections then it would be viewed more positively.
Interviewee
number Positive Negative Mixed
1 –
2 –
3 –
4 –
5 +/–
Table III.
6 +
Expressed attitude
7 +/– toward the marketing
Source: Analysis of interview data concept
European Marketing concept dimensions and adequacy
Journal Part A of the survey questionnaire was administered to key decision-making
of Marketing categories within the case organization. Part A contained a number of questions
related to the marketing concept, its objectives, adequacy and influence. Table
30,10/11 IV displays summary statistics for part A of the questionnaire stage 2.
Summary statistics
45
concept
The marketing
Table IV.
46
Continued
Table IV.
Journal
30,10/11
European
of Marketing
Branch chairman 23.5 5.9 70.6
Campaign director 60.0 10.0 30.0
PAQ5 In reality there are basic Strongly Agree Neither agree Disagree Strongly
conflicts between attempting to agree nor disagree disagree
satisfy voters’ needs and wants 11.5 51.3 7.7 23.1 6.4
and political party objectives Strongly Neither agree Disagree/strongly
Position agree/agree nor disagree disagree
State executive 50.0 20.0 30.0
Candidate 64.5 3.2 32.3
Branch chairman 76.5 0.0 23.5
Campaign director 63.6 18.2 18.2
PAQ6 In the event of conflict Strongly Agree Neither agree Disagree Strongly
between voter needs and wants agree or disagree disagree
and political objectives, 2.6 42.3 9.0 41.0 5.1
political ones would be the Strongly Neither agree Disagree/strongly
overriding consideration within Position agree/agree nor disagree disagree
the…Party State executive 60.0 10.0 30.0
Candidate 37.5 12.5 50.0
Branch chairman 35.3 5.9 58.8
Campaign director 90.0 0.0 10.0
PAQ7 The concept of Strongly Agree Neither agree Disagree Strongly
determining the needs and agree nor disagree disagree
wants of voters in order 1.3 21.5 13.9 55.7 7.6
to satisfy them to obtain Strongly Neither agree Disagree/strongly
office is a philosophy Position agree/agree nor disagree disagree
used by the…Party State executive 10.0 20.0 70.0
Candidate 25.0 15.6 59.4
Branch chairman 17.6 5.9 76.5
Campaign director 9.1 27.3 63.6
PAQ8 The… Party has given Strongly Agree Neither agree Disagree Strongly
considerable lip service to agree nor disagree disagree
the marketing concept, but 15.0 61.3 6.3 15.0 2.5
in general it has had little Strongly Neither agree Disagree/strongly
(continued…)
influence on the management Position agree/agree nor disagree disagree
campaigns of the party State executive 60.0 10.0 30.0
Candidate 81.8 3.0 15.2
Branch chairman 76.5 11.8 11.8
Campaign director 81.8 0.0 18.2
PAQ9 The concept of Strongly Agree Neither agree Disagree
determining voters’ needs and agree nor disagree
wants and attempting to 21.8 69.2 2.6 6.4
satisfy them to obtain and Strongly Neither agree Disagree/strongly
maintain political office Position agree/agree nor disagree disagree
would increase the attention State executive 90.0 0.0 10.0
and effort devoted to Candidate 96.9 3.1 0.0
planning and controlling Branch chairman 82.4 5.9 11.8
political and campaign Campaign director 80.0 0.0 20.0
activities
PAQ10 The concept of Agree Neither agree Disagree Strongly
determining customer (voter) nor disagree disagree
needs and wants and then 19.0 6.3 53.2 21.5
attempting to satisfy them, Strongly Neither agree Disagree/strongly
would work within the Position agree/agree nor disagree disagree
business world but not State executive 40.0 0.0 60.0
the…Party Candidate 9.1 6.1 84.8
Branch chairman 17.6 11.8 70.6
Campaign director 30.0 10.0 60.0
Source: Analysis of survey data
Note: All figures are expressed as a percentage
Continued
47
concept
The marketing
Table IV.
European not want to consider implementing such a concept and, further, taking more
Journal notice of voters may be seen to be a loss of power and authority within the
of Marketing interviewees’ group.
Overall the findings related to the marketing concept’s influence and
30,10/11 applicability indicate that the marketing concept has had no influence on this
party. However there is a high level of support from survey respondents,
48 indicating that they see it as an appropriate concept and as such would prove
beneficial to this party. However, the major issue of concern appears to be that
party political objectives would override voter needs and as such would create
conflict with adopting the marketing concept.
Notes
1. Political party decisions should be voter oriented to determine voter needs and wants and
attempt to satisfy them within ideological bounds and parliamentary numbers rather than
the percentage of the vote be the standard for evaluating marketing performance.
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